Leader

Leadership Approaches Positional Power (e.g., based on job title, rank)

The Leader [e.g., Traits, Transformational & Charismatic leadership]

The Led [e.g., Follower characteristics]

The Influence Process (e.g., Leader-Member Exchange)

The Situation (e.g., Path-Goal Theory)

Leader Acceptance & EffectivenessLeadership DeclineLeader EmergenceTypical Leadership ProcessRole of demographic variables, mental ability, Big 5 personality factors, self-monitoring

1. I find it hard to imitate the behavior of other people. 2. My behavior is usually an expression of my true inner feelings, attitudes, and beliefs. 3. At parties and social gatherings, I do not attempt to do or say things that others will like. 4. I can only argue for ideas which I already believe. 5. I can make impromptu speeches even on topics about which I have almost no information. 6. I guess I put on a show to impress or entertain people. 7. When I am uncertain how to act in a social situation, I look to the behavior of others for cues. 8. I would probably make a good actor. 9. I rarely seek the advice of my friends to choose movies, books, or music. 10. I sometimes appear to others to be experiencing deeper emotions than I actually am. 11. I laugh more when I watch a comedy with others than when alone. 12. In groups of people, I am rarely the center of attention. 13. In different situations and with different people, I often act like very different persons. 14. I am not particularly good at making other people like me. 15. Even if I am not enjoying myself, I often pretend to be having a good time. 16. I'm not always the person I appear to be. 17. I would not change my opinions (or the way I do things) in order to please someone else or win their favor. 18. I have considered being an entertainer. 19. In order to get along and be liked, I tend to be what people expect me to be rather than anything else. 20. I have never been good at games like charades or improvisational acting. 21. I have trouble changing my behavior to suit different people and different situations. 22. At a party, I let others keep the jokes and stories going. 23. I feel a bit awkward in company and do not show up quite as well as I should. 24. I can look anyone in the eye and tell a lie with a straight face (if for a right end). 25. I may deceive people by being friendly when I really dislike them.Self-Monitoring Scale (Snyder, 1974)

Self-Monitoring (Form of Social Intelligence) Awareness of how one is being received by others (cognitive, perceptual process)

Ability to alter ones behavior (if necessary) depending on how one thinks they are being received (adaptability)

~ Some Leadership Traits ~Traits associated with leader effectiveness Consciensciousness Extraversion

Leader skills related to effectiveness Technical skills Conceptual skills Interpersonal skills

Types of Power Reward [Based on the ability to administer rewards and benefits e.g., raises, promotions, positive performance evaluations]

Coercive [Based on the ability to administer punishments to subordinates]

Legitimate [Authority based on ones official title or position e.g., CEO, General, Police Officer]

Expert [Possession of a given body of knowledge and/or skills. Can often be rather limited in scope]

Referent [Identification, attraction, or respect for someone. Common for Charismatic leaders]

ReferentExpertLegitimateRewardCoerciveUnlikelyPossibleLikelyCommitmentComplianceResistanceTypical Reactions to Power

Leadership BehaviorsConsideration Style (expressing warmth, caring concern for workers)Structured Style(organized, planned, use of deadlines)

Factors Ability level of employees

Number of subordinates

Difficulty of job Best for a leader to use both styles when appropriate

Consideration:

Is easy to get along with _____.Explains actions to group membersUsually treats everyone in the same mannerLet's followers know of changes in advancePuts group ideas into operation

Structure:

Informs subordinates about what is expectedClarifies roles among group membersMakes decisions regarding work methodsAdvocates the use of standardized proceduresSets specific goals and monitors performance Measurement of Leaders Behaviors(Based on the Leader Behavior Descriptive Questionnaire; LBDQ)

_______ I encourage my team to participate when it comes decision making time and I try to implement their ideas and suggestions. _______ Nothing is more important than accomplishing a goal or task. _______ I closely monitor the schedule to ensure a task or project will be completed in time. _______ I enjoy coaching people on new tasks and procedures. _______ The more challenging a task is, the more I enjoy it. _______ I encourage my employees to be creative about their job. _______ When seeing a complex task through to completion, I ensure that every detail is accounted for. _______ I find it easy to carry out several complicated tasks at the same time. _______ I enjoy reading articles, books, and journals about training, leadership, and psychology; and then putting what I have read into action. _______ When correcting mistakes, I do not worry about jeopardizing relationships. _______ I manage my time very efficiently. _______ I enjoy explaining the intricacies and details of a complex task or project to my employees. _______ Breaking large projects into small manageable tasks is second nature to me. _______ Nothing is more important than building a great team. _______ I enjoy analyzing problems. _______ I honor other people's boundaries. _______ Counseling my employees to improve their performance or behavior is second nature to me. _______ I enjoy reading articles, books, and trade journals about my profession; and then implementing the new procedures I have learned.

Leadership Questionnaire(From the perspective of leaders)

Path-Goal TheoryLeader is seen as important in providing a path for employees to attain desired goals Directive [leader tells subordinates how to perform tasks; provides guidelines and structure]

Supportive [leader shows caring and concern for subordinates well- being] Participative [leader involves subordinates in decision-making] Achievement-oriented [leader sets specific and challenging goals; promotes high work-related aspirations and goal attainment]Leadership Behaviors (must be able to use all four types when necessary. Use varies with such factors as employee ability, work environment, group size)

Path Goal (cont.)What can leaders do to help employees attain goals?

Remove obstacles/problems to gain attainment

Provide valued incentives to employees

3) Clarify paths to goals (e.g., use of feedback)

Job Rewards SatisfactionLeader Rewards Acceptance of LeaderEffort PerformancePerformance RewardsMotivation

Vroom-Yetton-Yago Model[A Model of Decision Making]AutocraticA1: Use available information; makes sole decisionA2: Get employee to acquire some information; makes sole decisionConsultativeC1: Leader gets individual input regarding a decision; makes sole decisionC2: Leader get group input regarding a decision; makes sole decisionGroupG2: Total group decision-making; leader is an equal member in the group

Vroom-Yetton-Yago Model (cont.)General Criteria for Selecting Decision-Making StrategyA) Time (e.g., immediate decision vs. ample time available)

B) Decision Quality (e.g., routine decision vs. high quality decision required)

C) Group Acceptance (of the decision itself and the process used)

Does the problem require a quality solution?

Does the leader have enough information to make a high-quality decision?

Is the problem structured?

4. Is acceptance by subordinates important for the effective implementation of the solution?

5. Is the leader certain that the decision will be accepted by subordinates if he/she makes the decision alone?

6. Do subordinates have the same organizational goals that will be obtained by solving the problem?

7. Is conflict among subordinates probable in obtaining a solution?~ Specific Vroom-Yetton Decision-Making Tree Questions ~

Participative Decision-Making Pros: Increases cooperation and communication Enhances employee identification & acceptance of decisions Can lead to better quality decisions Gives employees better understanding of decision complexity and issuesCons: Takes more time to make decisions

Who to involve in decision-making (e.g., employee knowledge & motivation issues)

What decisions to involve employees in making (all, some) and who decides Incentives for employees (increased costs?)

~ Leadership & Self-Fulfilling Prophecy ~Supervisor ExpectancyLeadership BehaviorsSubordinate Self-ExpectancySubordinate MotivationSubordinate Performance123456

Leader-Member Exchange Theory (LMX)LeaderSubordinatesEvaluation of subordinates on: Ability Trust ResponsibilityIn-Group[e.g., better job duties, greater rewards, more visibility, treated with warmth and caring by the leader, greater access to information] Perceived similarityGender

High Quality of Leader-Member Exchange~ Employee Outcomes ~

High

SatisfactionPerformance ratingsOrganizational commimtmentRole clarity

Low

Role conflictTurnover intentions

~ LMX Outcomes ~

10 Fortune 500 companies are run by women 20 Fortune 1000 companies are run by womenSource: http://money.cnn.com/magazines/fortune/fortune500/womenceos/Female Leaders in Business In 2007, 23% of university presidents are female, more than double the 9.5% in 1986, but only 2% more than 2001 Women hold 24% of full professorships in the United StatesFemale Representation in Academics

Rate traits of typical malesRate traits of typical femalesRate traits of typical of leadersMale traits seen as similar to leadership traits~ Female Traits and Leadership ~

~ Implicit Leadership Theory ~

Key: The perception of leader behaviors and prototype matching processPrototype of effective leadership

Intelligent High Verbal SkillsFairGood interpersonal Skills Observed Leadership Behaviors

Intelligent High Verbal SkillsFairPrototype matchingLeader Evaluation

My boss is a good leaderRating Behaviors (using global impressions)

Question: Does your bosss have good social skills?Answer: Yes, hes a good leader so he must have good social skills

~ Transformational Leadership ~Basic Dimensions

Idealized Influence (charasmatic, establishing visions, role-modeling)

Inspirational Motivation (providing challanges, goal sharing, go beyond self-interests)

Intellectual Stimulation (encouraging creative problem solving, critical thinking, flexible)

Individualized Consideration (encouragement and support, empowerment)Benefits: Leader effectiveness, high procedural justice perceptions, high trust, more organizational citizenship behaviors

Possible negative(s): Dependence on leader

~ Transformational vs. Transactional Leadership Approaches ~Combination of both styles is common (or needed)

Transformational TransactionalBehaviorsInspirational, empoweringUse of reinforcements (e.g., rewarding desired behaviors)GoalsGroup/organizational interestsEmployee self interestDesired changeMajor, innovativeRegular, routine

~ Impact of Culture on Leadership ~Are there cultural difference in such things as leader expectations, acceptable leader behaviors and/or traits, leader use of incentives (e.g., leadership prototypes)?

Are some leadership styles, behaviors universally accepted and effective?Japanese Sample Prototype

DisciplinedIntelligentTrustworthyEducatedResponsibleU.S. Sample Prototype

PersistentIndustriousHigh Verbal SkillsGoal-OrientedDeterminedNo single trait emerged in the Top 5 of the eight countries surveyed.

... the function of leadership is to produce more leaders, not more followers. --- Ralph Nader~ Interdependence of Leaders and Followers ~Some Basic Points

Leadership is a process, not a person

Process is dynamic and reciprocal (not top down)

Situational context is crucial (e.g., demands, resources)

Importance of follower characteristics (needs, expectation, perceptions) and their responses

Leader Characteristics/Traits

Leader behavior, responses (e.g., sensitivity, praise)Employee leadership prototypesEmployee expectationsEmployee perceptions of leader (e.g., competance, motivations)Employee behavior~ Leader-Follower Process ~Situation (e.g., task demands, resources)Employee characteristics

1. I prioritize tasks when faced with limited time and/or resources.2. Once I make a suggestion about an issue, I don't think about it further.3. I follow through on every commitment I make.4. I steer through ambiguity and 'information clutter' to resolve complex problems.5. I ask questions to try to piece together 'unrelated' information, events. etc.6. I build momementum by spending 90% of my time on the top 10% of my priority list.7. I view my 'wins' with pride and humility.8. I sacrifice my principles if they are not working.9. I sort out alternatives by 'winging it'.10.I make connections that reveal key issues, problems, or opportunites.11. I direct my energy equally at all pending issues.12. I emphasize positive features of situations even after setbacks or when facing huge obstacles.13. I ignore requests from people below me, if I don't have time.14. I test ideas and assumptions by reviewing them first with leaders and critical thinkers.15. I accept a problem at face value, even though there may be less obvious underlying factors driving the problem.16. I find a way to 'get it done' and will sacrifice personally to achieve a goal.17. I understand my own emotions and feelings and how they impact a situation.18. I help individuals and teams reach higher levels of performance by displaying confidence in them at critical junctures.19. I am receptive to new ideas of others and try to improve or enhance them in a non-threatening manner.20. I take into account the potential implications of a decision, before moving forward.Sample Leadership Self-Assessment (Total 45 items)

Measures 5 dimensions: Focused drive, Emotional intelligence, Building trust/enabling others, Conceptual thinking, Systems thinking

******************